PERFORMANCE OBJECTIVES FOR SENIOR UNIVERSITY STAFF
At the September meeting of Senate last year it was resolved that:
- The performance objective of the Vice Chancellor be developed by the Chancellor’s Committee and submitted to Senate for approval. The Chancellor’s Committee shall review the Vice Chancellor’s performance each year against these objectives.
- Senate be informed of the performance objectives set for the senior executives by the Vice Chancellor. The setting of these objectives and the performance appraisal of Senior Executives rest with the Vice Chancellor; the Vice Chancellor’s performance objectives include the appointment and management of an effective senior executive team.
I requested that a report to Senate on the performance objectives for senior executives be delayed until I had an opportunity to determine the key areas that needed to be managed and progressed. Rather than list the performance objectives for each senior staff member (DVC, PVC’s and Executive Deans). I have provided a list of generic performance objectives which apply to the senior team collectively. This is because some individuals are in short term acting positions and the incoming Vice Chancellor may wish to make some adjustment to individual responsibilities.
It should be noted that currently all senior managers (eg DVC, PVCs, Executive Deans) are on workplace agreements and have performance objectives which are assessed and reviewed on an annual basis. There is some inconsistency in the format which has been used which, to some extent, is a reflection of the different reporting lines (VC and DVC) used in the past.
These objectives have been discussed and agreed to, in principle, at a recent meeting of the Senior Executive Group. Some refinement would be expected when these objectives are converted into individual performance objectives to reflect specific roles and responsibilities.
- Support for the University’s strategic directions.
While it is not expected that the revised strategic plan for the University will be finalised until later this year, the general strategic focus and direction for the University is known and all senior staff are expected to give it support and tangible encouragement.
- Promotion of interdivisional collaboration.
The commitment the university has to interdisciplinary studies requires strong collaboration between Divisions and a budget allocation strategy that promotes such collaboration.
- Raising discretionary income.
At a meeting of the senior executive group in March of this year it was agreed to develop a ten-year plan for raising discretionary income. Eleven areas were identified which have the potential to raise discretionary income, provisional targets were set, and a member of SEG assigned to each area to review the target, establish business plans and be responsible for directing the initiative. The provisional overall ten-year target was in the vicinity of $100 million.
- Actions to develop participation in regional areas.
In recent months there has been an increase in the focus on developing educational programs, community service and research in the Rockingham/Kwinana/ Peel regions. Considerable progress has been made but the momentum needs to continue.
- Evidence of teamwork in the Senior Executive Group.
As successful outcomes of many of the strategic and operational activities of the University depend on the effective collaboration between Senior Managers, teamwork at the SEG level is critical. Many of the policy decisions taken by the SEG require senior managers to take a University wide perspective and transmit outcomes to staff within their Division and administrative areas.
- Setting performance objectives for staff.
Senior Managers are responsible for ensuring that clear performance objectives for staff under their control are set and measured on a regular basis.
- Staff development.
Encouragement, support and action plans for positive staff development are essential.
- Human Resource Management.
Each senior manager needs to ensure that human resources are managed efficiently and fairly within a framework of appropriate organisational structure and with due regard to University policy, effective consultation and industrial agreements.
- Affirmative Action Initiatives.
The University needs to increase the number of women in senior academic and administrative positions. This requires specific affirmative action plans which are fostered and implemented. There is also a need to increase the proportion of indigenous university staff with appropriate affirmative action plans.
- Financial Management.
Annual budgets need to reflect University and Division strategic plans and be managed responsibly.
- Reducing Outstanding Leave.
Senior Managers have been instructed to clear all staff leave which is outside the enterprise bargaining framework within a two year period. This reduction is to be done following the principles of staff development and the need for staff to take recreational breaks in the interests of work efficiency.
- Development of South Street and Rockingham Campuses.
Facilities and amenities for staff and students on all of the University campuses needs to be reviewed and action plans for improvement agreed to and supported.
- Support for students.
The University’s commitment to the welfare of students needs to be reflected in the actions and policies administered by senior managers.
It is intended that the performance objectives for each of the Senior Managers will be set out in a consistent format which includes the above items as overall strategies. In addition each will have a divisional (Executive Deans) or administrative (DVC, PVC’s) strategy section with performance indicators set for each overall and divisional/administrative strategy.